Several underlying themes emerge from most of these articles, ranging from the typical complaint that corporate IT moves too slowly to the suggestion that IT be “dissolved” and disseminated into the individual business units. While these far-reaching recommendations make for good reading, they suggest a “one-size-fits-all” approach that might not be right for your organization.
Breaking the Monolith
Perhaps the most critical consideration as country email list you rethink your IT department and its structure is to stop considering IT as one monolithic organization that deserves a universally-applied design. Pushing network ops or security down to individual business units is unlikely to provide many benefits versus allowing business units to develop their own customer-facing apps using standard tools.
Imagine for a moment if companies had a “Math” department that did sales forecasting, credit management, executive financial reporting, and inventory control, all because these functions involved mathematics of some sort.
Taking IT Beyond Information Technology
With the various functions of your this innovative haptic approach harnesses IT department disaggregated into similar parts, it’s time to think about the purpose of these various parts. Core tech infrastructure like networks, end-user computing, and even more high-value services like Cyber benefit from centralized management, economies of scale, and standardization.
Structuring around Objectives Rather than Fads
As you consider the various parts of loan data your IT organization and their differences, you can then focus on the objectives for each piece rather than attempting to apply the latest fad in IT management to your entire, diverse IT shop. An organization that benefits from strong leadership, proactive investment, and centralized management like Cyber should have a different set of Key Performance Indicators (KPIs), funding metrics, and reporting relationships than an innovation group.